Canadian Healthcare Facilities * Summer 2019

Canadian

HealthcareFacilities JOURNAL OF CANADIAN HEALTHCARE ENGINEERING SOCIETY

Volume 39 Issue 3

Summer/Été 2019

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CONTENTS

CANADIAN HEALTHCARE FACILITIES Volume 39

Issue 3

Clare Tattersall claret@mediaedge.ca EDITOR/RÉDACTRICE

20

PUBLISHER/ÉDITEUR Kelly Nicholls kellyn@mediaedge.ca PRESIDENT/PRÉSIDENT

Kevin Brown kevinb@mediaedge.ca

SENIOR DESIGNER/ CONCEPTEUR GRAPHIQUE SENIOR

Annette Carlucci annettec@mediaedge.ca

PRODUCTION MANAGER/ Rachel Selbie DIRECTEUR DE rachels@mediaedge.ca PRODUCTION CIRCULATION MANAGER/ Anthony Campbell DIRECTEUR DE LA circulation@mediaedge.ca DIFFUSION

CANADIAN HEALTHCARE FACILITIES IS PUBLISHED BY UNDER THE PATRONAGE OF THE CANADIAN HEALTHCARE ENGINEERING SOCIETY.

DEPARTMENTS

HEALTH & SAFETY

6

8

32 Winning the Fight

Long-term care facilities employ electrostatic disinfecting technology to defeat HAIs outbreak

Editor’s Note President’s Message

12 Chapter Reports 16 Announcements

FEATURE SERIES 20 Forecast for Disaster Designing hospitals to endure climate change 24 Collaborating for Climate Action Nanaimo Regional General Hospital teams up to identify infrastructure vulnerabilities associated with extreme weather

36 Cleaning Up Ontario hospital first in Canada to have selfsanitizing rooms

MAINTENANCE & OPERATIONS 40 Health Check Digitalizing healthcare facilities optimizes maintenance of these critical structures 42 Full Steam Ahead

À toute vapeur

SCISS JOURNAL TRIMESTRIEL PUBLIE PAR SOUS LE PATRONAGE DE LA SOCIETE CANADIENNE D'INGENIERIE DES SERVICES DE SANTE.

CHES Canadian Healthcare Engineering Society

SCISS

Société canadienne d'ingénierie des services de santé

PRESIDENT VICE-PRESIDENT PAST PRESIDENT TREASURER SECRETARY EXECUTIVE DIRECTOR

Preston Kostura Roger Holliss Mitch Weimer Craig B. Doerksen Kate Butler Donna Dennison

CHAPTER CHAIRS

Newfoundland & Labrador: Colin Marsh Maritime: Helen Comeau Ontario: Jim McArthur Quebec: Mohamed Merheb Manitoba: Tom Still Saskatchewan: Greg Woitas Alberta: Dan Ballantine British Columbia: Norbert Fisher FOUNDING MEMBERS

H. Callan, G.S. Corbeil, J. Cyr, S.T. Morawski CHES

4 Cataraqui St., Suite 310, Kingston, Ont. K7K 1Z7 Telephone: (613) 531-2661 Fax: (866) 303-0626 E-mail: ches@eventsmgt.com www.ches.org Canada Post Sales Product Agreement No. 40063056 ISSN # 1486-2530

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EDITOR'S NOTE

CLIMATE OF CHANGE IT’S HARD TO believe the upcoming federal election is just one season away. I vividly remember Trudeau’s big win in fall 2015, when he toppled Harper in a stunning Liberal landslide. Now, just four years in office, the prime minister is in a fight for his political career, but that’s not the only thing that may be decided Oct. 21. There’s also a battle brewing over climate change and it’s looking to be a key issue in Canada’s 2019 election.

According to a newly released report from Environment and Climate Change Canada, the country is warming up twice as fast as the rest of the world. If nothing is done to reduce the greenhouse gas emissions building in the atmosphere, scientists purport that Canadians will end up with 10 times as many deadly heat waves and twice as many extreme rainstorms.

This brings us to our feature series. In Forecast for Disaster, the leads of CannonDesign’s sustainable and resilient design divisions discuss the need to build healthcare facilities that can weather future superstorms and endure long-term climate change, as well as the best ways to do so, regardless of geography, climate or specific threats. Next, Collaborating for Climate Change explores the climate change vulnerability assessment that was conducted by Island Health for Nanaimo Regional General Hospital using the PIEVC (Public Infrastructure Engineering Vulnerability Committee) protocol.

Our industry focuses this issue are health and safety, and maintenance and operations. In the former section, we look at the next generation of infection control solutions, more specifically electrostatic disinfecting technology, germicidal lamps and copper-infused surfaces. The latter delves into the benefits of ‘digitalizing’ a hospital, including what it entails, and how to harness the hidden savings in a hospital’s heat and hot water system.

Clare Tattersall claret@mediaedge.ca

Reproduction or adoption of articles appearing in Canadian Healthcare Facilities is authorized subject to acknowledgement of the source. Opinions expressed in articles are those of the authors and are not necessarily those of the Canadian Healthcare Engineering Society. For information or permission to quote, reprint or translate articles contained in this publication, please write or contact the editor.

Canadian Healthcare Facilities Magazine Rate Extra Copies (members only) 25 per issue Canadian Healthcare Facilities (non members) 30 per issue Canadian Healthcare Facilities (non members) 80 for 4 issues A subscription to Canadian Healthcare Facilities is included in yearly CHES membership fees.

6 CANADIAN HEALTHCARE FACILITIES

La reproduction ou l’adaptation d’articles parus dans le Journal trimestriel de la Société canadienne d’ingénierie des services de santé est autorisée à la condition que la source soit indiquée. Les opinions exprimées dans les articles sont celles des auteurs, qui ne sont pas nécessairement celles de la Société canadienne d’ingénierie des services de santé. Pour information ou permission de citer, réimprimer ou traduire des articles contenus dans la présente publication, veuillez vous adresser à la rédactrice.

Prix d’achat du Journal trimestriel Exemplaires additionnels (membres seulement) 25 par numéro Journal trimestriel (non-membres) 30 par numéro Journal trimestriel (non-membres) 80 pour quatre numéros L’abonnement au Journal trimestriel est inclus dans la cotisation annuelle de la SCISS.

PRESIDENT'S MESSAGE

GOING THE DISTANCE SPRING IS A VERY busy time of year for me and the various CHES chapters because of the many provincial conferences. Since mid-April, I’ve crisscrossed the country attending events in Alberta, the Maritimes, British Columbia and Ontario. Roger Holliss and Kate Butler travelled to Manitoba and Quebec, respectively, to represent CHES National at the provinces’ education days. I’d like to thank each chapter for being so welcoming and the wonderful treatment.

I’ve been advised that we will hold an election to fill the role of secretary on the CHES National executive team. The positions of treasurer and vice-president have been secured by acclamation.

It’s hard to believe the 2019 CHES National Conference is now just three months away.

Saskatchewan chapter chair Greg Woitas and the planning committee have worked hard on preparations. I’m looking forward to attending Sept. 22-24, in Saskatoon.

Two chapters have hosted the Canadian Healthcare Construction Course (CanHCC) thus far this year. Both Manitoba and B.C. saw a strong turnout with 50 and 32 participants, respectively.

Ontario, Alberta and Saskatchewan are slated to hold the two-day course in the fall. I am confident they will achieve similar attendance results. If you are a construction professional that works in the healthcare industry or is looking to expand into this market, this course is for you.

Preston Kostura President, CHES National

EARN CONTINUING EDUCATION CREDITS FROM CHES Members of the Canadian Healthcare Engineering Society can earn free continuing education units (CEU) by reading the Summer 2019 issue of Canadian Healthcare Facilities and passing a quiz based on articles in the issue. Once you’ve read the issue from cover to cover, simply go online to www.surveymonkey.com/r/PT7MGRK to take the quiz. CHES members who pass the quiz will be able to claim one contact hour (0.1 CEU) on their CanHCC or CCHFM certificate renewals.

8 CANADIAN HEALTHCARE FACILITIES

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SPONSORED CONTENT

Embracing ENERGY STAR Certification in Healthcare

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STAR’s promotional toolkit and resources to begin displaying their certification.

TIPS FOR APPLYING NRCan’s Portfolio Manager guides users through the application process from start to finish, but there are still several things to keep in mind when applying – either for the first time or for a renewal.

Application is free, LPs are not: NRCan levies no cost for certification. However, applicants are responsible for any costs associated with the onsite assessment and verification. The verifying LP can be an employee of the organization applying for certification.

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ustainability and energy conservation are fast becoming top priorities in the healthcare community. As hospitals and medical facility professionals continue to push for greener operations, an option to accelerate their efforts is to leverage Natural Resources Canada’s (NRCan) ENERGY STAR certification program for guidance and support.

ENERGY STAR certified buildings have energy performance in the top 25 percent of similar buildings nationwide. They use less energy, are less expensive to operate, and generate fewer greenhouse gas emissions than their peers.

TAKING THE FIRST STEP ENERGY STAR certification is available to many types of healthcare facilities (see sidebar). While becoming a steward for energy efficiency can seem daunting at first, NRCan

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Know what to count: Typically, an ENERGY STAR benchmark will cover a healthcare facility’s entire Gross Floor Area (GFA).

Certain energy assets can be excluded from the assessment provided they are submetered. These include cell towers, parking garages, electric vehicle charging stations, or any billboards or projection screens on the property that are not directly related to the use of the building.

Take advantage of NRCan’s resources: NRCan provides a wealth of online and in-person support to obtain and maintain ENERGY STAR certification. This includes regular webinars offering training and information on Portfolio Manager, online FAQs, or its monthly newsletter, Heads Up: Building Energy Efficiency.

MAKING THE MOST OF CERTIFICATION The benefits of benchmarking extend beyond ENERGY STAR certification. Ongoing energy use measurement can reveal trends, potential issues, and deviations in one’s portfolio that can lead to larger energy savings opportunities. Consistent benchmarking

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can help owners/managers prioritize capital upgrades and build strong arguments for retrofits and recommissioning projects.

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Taking the Journey Applying for ENERGY STAR Certification is easy.

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5. Address NRCan’s follow-up questions (if required).

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CHAPTER REPORTS

MANITOBA CHAPTER

ALBERTA CHAPTER

CHES Manitoba hosted the Canadian Healthcare Construction Course (CanHCC) in March, something it hasn’t done in eight years. The chapter worked with the Winnipeg Construction Association to offer this learning opportunity in the province. CanHCC covers the unique challenges of the planning, design and construction process in healthcare.

The two-day course was well attended by contractors, consultants, and project and facility managers. Kudos to Reynold Peters who spearheaded and organized the event.

The 2019 Manitoba Education Day was held April 23. The theme was, ‘Innovation and Technology.’ We had a top-notch lineup of presentations and 34 exhibitor booths. New changes to the format included a keynote speaker (Paul Vogt, president and CEO of Red River College); a social mixer event at the end of the day; and two grand prize draws for a trip to the 2019 CHES National Conference in Saskatoon this September. The winners of the grand prize draws are Barry Doran of Golden West Centennial Lodge and Dave Riege of Concordia Hospital. Registration totalled 160 and included students from Red River College and the University of Manitoba.

Planning for the next education day has now begun.

CHES Manitoba currently has 50 members. I’d like to thank my fellow executive committee peers for all their hard work thus far this year: Reynold Peters (vice-chair and past chair), James Kim (treasurer), Brent Kolton (secretary) and Craig Doerksen (memberat-large). Elections will be held for the Manitoba chapter executive in the coming year. Call for nominations will open in December.

—Tom Still, Manitoba chapter chair

We are still enjoying accolades for hosting the 2019 Clarence White Conference and Trade Show. The conference planning committee did a stellar job organizing the event. The team met afterwards (as it does each year) for a ‘lessons learned’ session, with the goal of fine tuning and further improving the conference for the following year. I’d like to thank the conference planning committee, as well as Steve Rees and Alberta Health Services for their continued support of the event and CHES Alberta in general.

The 2019 CHES National Conference is fast approaching. It will be held Sept. 22-24, in Saskatoon. I hope some of you will be able to attend and support CHES in our neighbouring province.

Member education is a top priority for CHES as one of the organization’s missions is to maintain a high standard of personal competence. In addition to provincial chapter conferences/ education days and the national conference, CHES offers online training, seminar-based events and webinars to meet this end.

Two upcoming webinars of note are ‘New CSA Z8000: Designing for Improved Patient Outcomes’ and ‘Pros and Cons of Different Construction Procurement Models,’ to be held Oct. 16 and Nov. 13, respectively.

CHES also sponsors an online medical gas piping course through CSA. For course information, go to https://ches.org/images/ pdfs/MedicalGas-ProdProfile-REV_JN21.pdf. In addition, CHES has a number of seats on the review committees for CSA standards that guide healthcare infrastructure.

The chapter will host the Canadian Healthcare Construction (CanHCC) Oct. 17-18, in Calgary.

I believe part of our success as a chapter is owed to having a single healthcare authority in the province, Alberta Health Services (AHS). This allows all AHS regions to come together with a likemind and goals for educational opportunities for staff.

I’d like to welcome the newest chapter executive and committee members: Mike Linn (CHES Alberta vice-chair), Cora Husoy (CHES National membership committee) and Dustin VanGaalen (CHES National professional development and webinar committees). A big thank you to the entire chapter executive, as well as all committee and sub-committee members for making CHES Alberta a success.

—Dan Ballantine, Alberta chapter chair

ONTARIO CHAPTER Spring is officially behind us and so, too, is the chapter’s annual conference. Held June 2-4, in Hamilton, Ont., booth space sold-out and more than 100 people attended, including members from other CHES chapters and ASHE (American Society for Healthcare Engineering) Region 6, as well as International Federation of Hospital Engineering (IFHE) president Darryl Pitcher who flew in from Australia. Another job well done by the planning committee.

Through reciprocal agreements, I recently travelled west to the Alberta and B.C. chapter conferences in Red Deer and Penticton, respectively. I also went to the ASHE Region 6 conference in Rochester, Minn., in April. I’d like to thank all three for their hospitality and hosting incredible events.

The Ontario chapter’s fall education day will be held Nov. 6, in Cambridge, Ont. We will also host the two-day Canadian Healthcare Construction Course (CanHCC) Oct. 31-Nov. 1, in Toronto.

The IFHE 2022 Congress planning committee has met via teleconference several times since being awarded the international event last fall. All venues have been secured and a sub-committee has selected a logo for advertising materials, designed by students in the Conestoga College graphic design program.

—Jim McArthur, Ontario chapter chair

t 12 CANADIAN HEALTHCARE FACILITIES

CHES will host the IFHE Congress Sept. 18-20, 2022, in Toronto.

CHAPTER REPORTS

BRITISH COLUMBIA CHAPTER

MARITIME CHAPTER

With the skyline filled with that all too familiar orange glow, we are reminded that we are once more entering another season of uncertainty.

The B.C. chapter’s spring conference was again a highlight for the province. We had a full slate of education sessions, sponsors and exhibitors. Total attendance was 512, which exceeded expectations and highlights the dedication and commitment to CHES as an organization. A special thank you to Sarah Thorn, Linda Williams and the conference planning committee for their hard work in planning the event.

I also appreciate the show of support from our CHES friends from Ontario, Manitoba and Alberta, who attended.

The motion to align our bylaws with that of CHES National was passed at the chapter’s annual general meeting. They will soon be posted to the website. While there, I encourage you to check out the list of available CHES webinars. All are free for chapter members — sign-up and CHES B.C. will pay the fee.

Our bursary program continues to be available for B.C. members. For more information, go to www.ches.org/bc-awardsgrants/bc-grant-educational-tuition.html.

CHES B.C. is interested in building a historical timeline of chapter events in the province. While we have established a number dating back to the early ‘90s, the chapter needs your help. Specifically, we are looking for the names of founding CHES B.C. members, conferences and other events that have taken place in the province, along with pictures. Please contact Mitch Weimer or any other member of the executive committee should you have information to share.

—Norbert Fisher, British Columbia chapter chair

The 2019 Maritime Spring Conference was a great success, with more than 80 registered delegates in attendance. Held May 5-7, in Moncton, N.B., the theme was, ‘Healthcare Infrastructure: Understanding the Risks.’

Dr. Sohrab Lutchmedial kicked off the event with an inspirational keynote address on treating cardiac disease at the New Brunswick Heart Centre where he is director of the interventional cardiology program.

The education program followed with a full slate of speakers who covered a variety of infrastructure-related topics. The trade show was well supported by delegates and facilities management departments. Vendors showcased new services, products and technologies. Pub night at the Ole Triangle Irish Ale House saw a large turnout of 100 delegates and exhibitors who took the opportunity to network, exchange information and stories, and enjoy each other’s company.

The chapter’s fall education day is scheduled for Nov. 19, at the Best Western Glengarry in Truro, N.S. Stay tuned for speaker topics.

Planning committee meetings are well underway for the 2020 CHES National Conference in Halifax.

This year’s Per Paasche bursary recipient is Zoe Lucas. She received a $1,000 cheque at the chapter conference in May. The grant is presented annually to a family member of a Maritime chapter member to assist with their post-secondary education. Zoe is the niece of CHES Maritime’s Lane Mingo. She will be attending the University of Prince Edward Island where she will work towards a bachelor of science.

The chapter is able to balance its books while offering several financial incentives to its members in the way of student bursaries, contributions to Canadian Certified Healthcare Facility Manager (CCHFM) exam fees, webinars, the fall education day and other rebates.

—Helen Comeau, Maritime chapter chair

The 2019 CHES National Conference will be held Sept. 22-24, at TCU Place, in Saskatoon.

SUMMER/ÉTÉ 2019 13

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SPONSORED CONTENT Enbridge Smart Savings

Bringing Energy Solutions to the Hallways of Healthcare Saving energy and costs in a complex environment Healthcare facilities face a number of unique challenges when it comes to pursuing energy efficient operations. That is, beyond the typical challenges related with facility retrofits and equipment replacements, hospitals must take extra care to ensure these projects do not negatively impact patients, strain budgets, or distract medical staff from their day-to-day routines.

It's a balancing act for sure, which is where Paul Morrison, Energy Solutions Consultant (ESC) at Enbridge comes into play. “When it comes to hospital operations, patient well-being and care take precedence above all else," says Morrison. "Providing 24-hour patient care is an energy-intensive business, which means it is crucial to find ways to exercise energy efficient options wherever possible."

SPONSORED CONTENT

Over the past two decades Morrison has been doing just that–helping customers identify energy efficiency opportunities that re d u c e e n e rg y c o n s u m p t i o n a n d t h e associated costs without impacting an already complex and budget-conscious ecosystem.

Over those 20 years, he has amassed proven energy efficiency measures hospitals would do well to consider. They include: Reviewing the ventilation system: Assess the facility's air balance, temperature, and humidity setpoints to determine whether re-balancing the ventilation system is an opportunity for savings.

Having ventilation frequency drives (VFDs) on air supply systems can also generate electrical savings and provide natural gas savings by enabling the systems to be fine-tuned and scheduling automated setbacks for areas during unoccupied times.

upgrade their heating equipment with a more energy-efficient model, searching for low-cost solutions to save energy and improve the efficiency of their operations, or looking to calculate the carbon emissions and energy costs they can save to justify implementing specific energy efficiency measures.”

Among those services are a free site assessment to help optimize heating and ventilation systems, no-cost assessments of a facility's energy management practices and reviews of other critical systems to find opportunities for more efficient upgrades.

Morrison's job also involves pointing customers to Enbridge initiatives like the Comprehensive Energy Management Program

and available financial incentives for investing in energy efficient space heating and water heating measures, as well as a range of ENERGY STAR® qualified natural gas equipment. For example, Morrison explains, “Enbridge customers can earn financial incentives to cover up to 50 per cent of the cost up to $100,000 per efficiency project. This is something customers aren't usually aware of until I've had a chance to get into the building and explore their options.” * Identifying and implementing energy-efficient upgrades in a healthcare setting can be challenging. Fortunately, there are best practices, industry incentives, and energy consultants like Morrison which can take the pain out of the process.

*Commercial/Industrial Customers are within the Enbridge Gas Inc. (operating as Enbridge Gas Distribution) franchise area (Ontario) only.

Maintaining the balance of your steam system: Functioning steam traps are critical in optimizing the efficiency of a steam system and represent a significant loss if left leaking or failed. “Enbridge will cover 50 per cent of the cost of a steam trap study and further c o nt r i b u t e t o t h e re p l a c e m e nt of a ny malfunctioning traps that are identified,” Morrison explains, adding, “A review of steam lines, valves, and steam system components may also identify insulation opportunities, such as the application of fixed or removable insulating jackets, which typically provide an excellent natural gas saving value.”

Testing boilers as part of a facility's annual maintenance and tuning them at the same time for optimal efficiency: The regular maintenance of natural gas appliances is a best practice, and that includes testing boiler efficiency. “Keeping the test strips, and tracking changes that may be occurring over time will alert you if efficiency is starting to drift so that the necessary adjustments can be made to bring it back to its optimal operating condition,” adds Morrison.

If an equipment upgrade or replacement is deemed necessary, it is also important to know which energy efficiency investments will represent the greatest value and return on investment. It pays to collaborate with an ESC to quantify the potential natural gas savings and gain access to Enbridge's many incentive programs.

“We offer a number of free services and financial incentives designed to help hospitals identify and quantify energy efficiency opportunities,” explains Morrison. “These can be helpful in a number of scenarios, whether a client is looking to

For more information on Enbridge Gas Inc. (operating as Enbridge Gas Distribution) energy-saving programs, incentives, and services visit enbridgesmartsavings.com/business, call 1-866-844-9994, or email energyservices@enbridge.com

ANNOUNCEMENTS

MANITOBA CHAPTER EXPLORES NEW AVENUE TO ADMINISTER CANHCC CHES MANITOBA HAS taken steps to improve deliverability of the Canadian Healthcare Construction Course (CanHCC) in the province and raise the course’s profile among the community for which it is geared.

Last year, the chapter approached the Winnipeg Construction Association (WCA) with the goal of working together to achieve these ends. The WCA represents more than 800 commercial contractors and suppliers throughout Manitoba.

“In addition to its substantial membership, which is the course’s primary target audience, the association’s on-site education training centre is an ideal venue to convey the curriculum,” says Manitoba chapter vice-chair Reynold Peters about the WCA. CanHCC is the only course in Canada designed to meet the unique needs of healthcare construction professionals — general contractors, subcontractors that want a ‘deeper dive,’ healthcare facility managers and equipment providers, construction project managers and infection preventionists that want to learn more about construction.

The program, which is certified by the Gold Seal accreditation board of the Canadian Construction Association, covers a variety of topics, including the planning, design and construction process, building and fire codes, infection control, mechanical and plumbing systems, medical gas systems, electrical systems and emergency preparedness.

Upon completion, participants receive a certificate of attendance that confirms their healthcare industry sector engagement.

This past March, after nine months of planning, the Manitoba chapter held the two-day event, something it hasn’t done in eight years.

“The first and last time we did so was during the 2011 CHES National Conference in Winnipeg,” says Peters. “The time to host it again was long overdue.”

Gordon Burrill couldn’t agree more.

“Hospitals are very different than other types of buildings,” he says. “This program educates from a risk management approach on critical topics that are specific to healthcare facilities.”

Burrill is a member of the CanHCC faculty that travels across the country administering the course material. He was one of three instructors who taught at the WCA training centre Mar. 12-13. Accompanied by Tim Adams and George Pankiw, Burrill says the turnout was the highest it has been for some time. Fifty people took the course, 31 of which were WCA members. Both Peters and Burrill credit the efforts of the regional construction association for the uptake in attendance.

“It went above and beyond,” says Peters.

Besides providing the venue, the WCA included the CanHCC course in its membership education package and promoted the event with a postcard mail-out.

“We felt it would be good value for our members, whether currently working in a healthcare facility or potentially seeking to break into that market,” says WCA’s manager of learning and development, Peggy Zurkan. “Then there’s the intangible benefit of having these two groups, hospital facility managers and contractors, in the same room where they can learn each other’s goals and objectives to become better partners and network to build relationships.”

Both the WCA and CHES Manitoba have received positive feedback from their respective memberships about this year’s course offering. Based on this, the two have agreed to work together again to deliver this learning opportunity in the near future.

16 CANADIAN HEALTHCARE FACILITIES

ANNOUNCEMENTS

CHES LOOKING FORWARD TO WELCOMING WORLD AT 2022 CONFERENCE PREPARATIONS ARE currently underway for what will be the largest event the Canadian Healthcare Engineering Society (CHES) has ever hosted.

The 27th Congress of the International Federation of Hospital Engineering (IFHE) will bring together healthcare professionals from across the globe in Toronto, Sept. 18-20, 2022, to facilitate the exchange of information and experience in hospital facility design, construction, engineering, commissioning, maintenance and management.

CHES was selected to host the esteemed event at last year’s IFHE conference in Brisbane, Australia. Competition was fierce, with the Canadian association up against those in the U.S. and South Africa. After a two-stage voting process, which eliminated the South African Federation of Hospital Engineering after the first round, CHES was victorious in a count of 14-6 against the Health Care Institute from the U.S. “I was very proud of our presentation and how we portrayed ourselves as CHES members and Canadians,” says CHES National president Preston Kostura, who was part of the five-person delegation that travelled down under. “I still get goosebumps thinking about the moment we were announced the winner.”

CHES National vice-president Roger Holliss, executive director Donna Dennison, Ontario chapter chair Jim McArthur and Steve Rees joined Preston for the bid presentation. Rees was chosen to deliver it because of his more than 10 years’ involvement with IFHE. This was also behind his selection to sit on the IFHE executive committee for a six-year term, first as vice-president (2018-2022) and then president (2022-2024).

“Part of CHES’s hosting duties is to have a member on the IFHE board,” explains Rees, who was one of two considered for the role.

“This representation not only puts CHES on the world stage but provides exposure to the Canadian healthcare system.”

With Brisbane now far behind him, Rees is focused on organizing the monumental event alongside his fellow delegates on the congress planning committee, which also includes CHES National secretary Kate Butler, Manitoba chapter vice-chair Reynold Peters and Ontario chapter vice-chair John Marshman. Current IFHE president Darryl Pitcher is assisting the committee as needed given his country’s recent hosting experience.

To date, the committee has booked the conference location and accommodations — the Westin Harbour Castle. The opening reception will be held at the Hockey Hall of Fame and the banquet gala will take place at the Liberty Grand entertainment venue.

“Unlike a CHES National Conference, we commenced planning four years in advance because we’re mindful that additional preparation is required to pull off an international event,” says McArthur, chair of the congress planning committee.

Educational program planning will begin in early 2020, at which time the committee will look to bring more members into the fold.

Gordon Burrill and Maritime chapter executive vice-chair Robert Barss have both already agreed to join the team. This is good news given the program will be larger than that of the CHES National

Conference and include an international component to appeal to other national professional engineering organizations across the globe.

In the meantime, the congress planning committee’s main focus is promoting the event. CHES recently selected a logo for marketing materials, designed by students in the Conestoga College graphic design program. Global advertising will consist of attending various events, beginning with the 2019 IFHE Europe Conference, where CHES will have a booth. McArthur, Rees and Holliss will travel to Manchester, England, for the two-day conference, Oct. 8-9, in the hopes of making valuable contacts and generating buzz. The trio intend to go to the 2020 IFHE Congress in Rome and the IFHE executive committee meetings in Mexico City in 2021, too.

“It will reinforce that CHES is a substantial group and we have a lot to offer,” says Holliss.

At home, CHES will publicize the 2022 IFHE Congress through continuous advertisements in its journal, Canadian Healthcare Facilities, on its website and at provincial chapter events and the CHES National Conference. Beyond raising awareness, the goal is to elevate CHES’s status in Canada and attract additional members.

“Those who attend the conference will reap the benefits of the expanded educational opportunities and gain invaluable insight into how other countries are managing issues that transcend borders like infection control, climate change and environmental sustainability,” says Holliss. “It’s a win-win-win for all involved.”

National Healthcare Facilities and Engineering Week October 20 - 26, 2019

Recognize yourself, your department and your staff during Healthcare Engineering Week. Make sure everybody knows the vital role played by CHES members in maintaining a safe, secure and functioning environment for your institution.

Visit the CHES Website www.ches.org/resources/ for downloadable material to help you with plans to celebrate!

SUMMER/ÉTÉ 2019 17

SPONSORED CONTENT

BC Cancer Agency "Centre for the North"

The Realities of Healthcare Retrofits Tips for putting the patient experience first

No two building retrofits are ever the same. This is particularly true in the healthcare sector where patient comfort, staffing schedules, health and safety standards, and critical equipment needs necessitate a tailored approach to each and every project.

“It’s a living environment,” says Michael Blackman, Regional Manager with RJC Engineers in Kelowna, B.C. “Whether you’re going in to conduct renovations or a replacement of essential medical equipment, you have to do so with an understanding of how that project is going to impact critical operations at every phase.”

That understanding begins by collaborating with owners, contractors, and facility stakeholders

to clearly define project expectations. This includes disruptive factors such as contractor schedules, noise mitigation, and even dust control — which in itself is a significant factor in controlling the spread of infection.

“Vibration levels are also something you have to take into account,” advises Blackman. “We recently did work very close to a medical operating room that uses lasers during surgery

so there couldn’t be vibrations of any kind. We had to coordinate with hospital staff to ensure whatever we were doing nearby wasn’t adversely affecting their highly detailed work and then communicate that to the contractor.”

Equipment upgrades or replacements can also create unique challenges in a healthcare environment. There’s rarely a good time to take a critical medical device offline. Elevator repairs or

SPONSORED CONTENT upgrades, for example, must be conducted in phases to ensure hospital staff has access to a working elevator in case of a Code Blue (heart attack) or other immediate emergencies.

As for maintaining the ebb and flow of a hospital throughout a typical day, Blackman says, “Wayfinding is an important consideration during construction. Going to the hospital is already a stressful experience; you’re in a relatively unfamiliar place and in a heightened emotional state, so if the path to where you need to go for treatment is confusing or disrupted due to ongoing work, that will have a real impact on your wellbeing.”

ELEMENTS OF SUCCESS As challenging as hospital retrofits and renovations are known to be, the technical and logistical hurdles can be minimized. In his experience, Blackman says the following steps will help ensure a smoother process every time: 1. Start with the right team Working with healthcare providers, engineers and contractors who have experience carrying out sophisticated projects in a healthcare environment and a track record for working in large teams is critical. This is especially important in healthcare facilities where it’s common to have several projects occurring at the same time.

2. Get the full perspective When the right people are involved in the decision-making process (e.g., nursing staff, department reps, owners, contractor team, engineers, etc.) the chances of important “behind-the-scenes” details being forgotten or overlooked or are greatly reduced.

3. Establish and maintain open communication Keeping a steady flow of dialogue throughout the construction process is integral — and as Blackman points out, this includes communicating with other on-site teams: “We

A look inside Joseph Brandt Hospital after redevelopment and expansion.

had one project where we were working on the elevators while another team was conducting an emergency generator system replacement, so it was essential that we kept talking and coordinated our respective projects.”

4. Be flexible Knowing that issues are likely to arise — and being prepared for them when they do — will prevent unseen problems from crippling the progress of a project. In a healthcare environment, anything can happen. Being open and ready to implement new plans is essential.

THE PATIENT-FIRST APPROACH Above all else, remember that the best approach is always the one that puts the patient first. How the project affects the individuals confined within the building is central to every step of any retrofit.

“The healthcare landscape is always evolving and there will always be new factors to consider going into a project,” says Blackman.

“At the end of the day, as long as we’re putting the patient experience at the forefront, we’re on the right path.”

Michael Blackman is a Regional Manager with RJC Engineers. Learn more at www.rjc.ca.

“The best approach is always the one that puts the patient first.”

– Michael Blackman, Regional Manager, RJC Engineers

rjc.ca

FORECAST FOR DISASTER Designing hospitals to endure climate change

By Mike Cavanaugh & Brett Farbstein

20 CANADIAN HEALTHCARE FACILITIES

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hen major weather events like last year’s hurricane Florence and tropical storm Gordon make landfall, they create chaos for everything in their path. While many people can flee these storms in advance to ensure their safety, healthcare institutions must stay operational to serve those in need of care. The decision to close or evacuate a hospital can mean life or death for critical patients. Given this, as well as the tens of millions of dollars in damages that may be sustained when severe weather hits, it’s imperative healthcare leaders invest in hospitals and care facilities designed for maximum resiliency.

OVERCOMING OBSTACLES

Mount Sinai Medical Center’s health campus sits directly on the coast of Miami Beach, Fla. The building is designed for maximum resiliency, so much so that the city keeps its emergency command centre in the hospital. Photo courtesy Christopher Barrett.

Today, hospitals face many resiliency challenges. Design responses most commonly focus on sea level rise, inland flooding, wildfires, extreme temperatures, drought and extended power loss.

With evidence that climate change will continue to contribute to rising sea levels, hospitals must be prepared for new event realities 25, 50 and 75 years in the future.

Numerous causes can lead to damaging inland floods. Hospitals need plans and protective design measures ready in advance.

Both strategic natural landscape design and material selection can prove invaluable in the face of widespread fires.

The evolving climate promises more extreme weather patterns resulting in hotter and colder days (and more of them). Resilient design can ensure building envelopes are optimized for these extreme realities.

In the absence of water, design strategies and systems must be in place to

ensure hospitals stay hydrated to serve patients, staff and operations.

High winds and ice storms can cause the power to go out. Hospitals need a plan to remain operable for business continuity without access to outside power infrastructure. The current building code requires hospitals to have backup power for multiple days; however, the utility service may be out for longer, so it’s important for health systems to have fuel storage and be prepared.

COMMON GROUND

Just as there are numerous threats to resiliency, there is also a multitude of responses. Every healthcare system and hospital requires its own strategic solution; however, there are common themes that will permeate the best responses regardless of geography, climate or specific threats.

Numerous measures like the U.S. Climate Resilience toolkit can help designers, city planners and health systems model how climate change will lead to new environmental conditions for any region in the world. These tools can predict future temperatures, sea levels, humidity and rainfall, among other factors.

Loss of power is always a threat to healthcare facilities. Failing to design redundancies into power systems can leave hospitals without electricity for extended time periods or during severe weather events. Critical to any resilient design solution is the incorporation of multiple redundancies into a building’s power infrastructure via generators and on-site reserve fuel for these challenging moments.

SUMMER/ÉTÉ 2019 21

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ABOVE: Numerous resilient design measures were implemented at Nantucket Cottage Hospital, which is located on an island in Massachusetts. TOP RIGHT: Historical hurricane tracks relative to Nantucket Cottage Hospital. BOTTOM RIGHT: Tsunami forecast for the hospital. Graphs courtesy CannonDesign. t

It’s always important to focus on material selection for healthcare projects. Certain materials can inherently promote health in a building, reduce slips and falls, and address other safety measures. In resilient healthcare facilities, designers must accommodate all these considerations while ensuring materials can also withstand extremes like winds of more than 150 miles per hour, surging water and consistently strong heat waves.

It’s not just storms that threaten the endurance of buildings but also time itself.

The design community often talks of creating buildings that can thrive for 50 to 100 years; however, that’s only achievable if they’re designed to accommodate the changes in technology and practice that will occur during their lifetimes.

Using a standardized structural grid provides one solution to the elusive goal of ‘future-proofing’ facilities. A universal grid that consists of the optimum set of vertical and horizontal dimensions for a building’s structure can empower almost infinite adaptability, allowing hospital spaces to

evolve over time and take on new programmatic purposes. A universal grid also enables efficient configuration of structure, casework, laboratory equipment, lighting, power and heating, ventilation and air conditioning.

MODEL SOLUTIONS

Given most healthcare facilities were built years before climate change was an issue, many are ill-prepared to face serious weather events. Still, numerous building renovation or modification efforts can bring hospitals up to code or strengthen their resiliency.

Passive survivability models can be used to determine how buildings will perform during loss of power or water utilities.

These computer simulations also reveal interior environmental conditions that staff and patients will face.

Existing building resiliency assessments consider the resiliency of every material, component and system that comprise a facility. Extensive reports can be generated that indicate building failures, weaknesses and strengths, and then outline a prioritized list of mitigation strategies with associated costs and timelines for investment. While t

Views of the Atlantic Ocean are ever-present throughout Mount Sinai Medical Center's new surgical tower and emergency department. Photo courtesy Christopher Barrett.

22 CANADIAN HEALTHCARE FACILITIES

t The view from inside a patient room at the Mount Sinai Medical Center’s Skolnick Surgical Tower. Photo courtesy Christopher Barrett.

t

these assessments should be executed years before storms arrive, they can also help inform recovery efforts for buildings recently impacted by weather events.

Emergency power tests verify whether critical backup and emergency power systems will be reliable if storms damage a facility and/or force it to run without access to larger power grids.

THE ISLAND APPROACH

While resilient design plans for hospitals are usually rooted in common focuses around power redundancy, material selection, adaptability, building insulation and more, each hospital requires a unique solution that responds to its exact environmental conditions.

For example, Nantucket Cottage Hospital faces remarkably different threats than a mainland west coast healthcare facility.

Located on an island in Massachusetts, the hospital will face hurricane-level winds. It also needs to be prepared to endure if weather cuts off access to the east coast mainland.

Nantucket Cottage’s unique site leads to extreme focus on power reliability, access to water and flexible space. Beyond maintaining care for patients, the hospital may also act as shelter for residents of the island who can’t fly, boat or jet back to the mainland. From day one of the project, Nantucket Cottage and its parent system,

Partners HealthCare, made resiliency a critical focus.

AGE OF RESILIENCE

While major storms elevate resilient design solutions to mainstream attention, resiliency is about more than being prepared for severe weather. It’s the capacity to adapt to changing conditions and to maintain functionality during, and bounce back after, a disturbance or interruption, says the Resilient Design Institute. This means buildings can’t just be responsive to current environmental conditions but also must consider future climates. The prime development land of today may actually be on track to become a flood plain over the next half century.

Research indicates that major climate change and weather-related events are coming stronger and more frequently than ever before in human history. So, it’s never been more critical to proactively design for future resiliency. Taking action today can ensure Canadian hospitals are able to deliver health and safety for patients, staff and communities even in the worst of times.

Mike Cavanaugh and Brett Farbstein lead CannonDesign’s sustainable and resilient design divisions, respectively. Their focus is to help companies and communities achieve more sustainable futures.

A HISTORY OF DESTRUCTION Failing to design for resiliency can lead to serious challenges and even tragedy.

Last year, hurricane Florence closed numerous care facilities in the Carolinas, forcing government and healthcare agencies to establish mobile, telehealth and temporary care options. Wilmington, N.C., was even completely cut off from outside access for days due to flooding.

In 2017, 12 residents of a Florida nursing home died during hurricane Irma when the building’s central air conditioner failed, which resulted in extreme overheating.

That same year, hurricane Harvey brought more than 60 inches of rain and strong winds to the Houston area, forcing 20 hospitals to close or evacuate. According to the Texas Hospital Association, the estimated disaster-related price tag for reporting hospitals was $460 million, spanning capital, operating, emergency work, uncompensated care and other costs.

SUMMER/ÉTÉ 2019 23

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COLLABORATING FOR CLIMATE ACTION Nanaimo Regional General Hospital teams up to identify infrastructure vulnerabilities associated with extreme weather

By Rebecca Wareham & Joe Ciarniello

F

rom youth to scientists, demands for climate action are coming from all parts of the globe.

Business as usual is no longer an option as the impacts of climate change are being felt worldwide. In British Columbia, this means more extreme weather events, rising temperatures, more wildfires and smoke events, as well as seasonal flooding and drought. While these climate changes are affecting human health, they’re also presenting risks to healthcare operations and infrastructure. Climate induced failures in building systems can lead to service disruptions, temporary evacuations and even closures, resulting in health emergencies for patients and communities.

Island Health, one of five regional health authorities in B.C., recognizes the importance of integrating climate adaptation and resilience into critical infrastructure. In 2015, its energy management team began planning a pilot climate change risk assessment project and selecting the facility in most need of one. After an introductory 24 CANADIAN HEALTHCARE FACILITIES

workshop, staff from a variety of departments settled on Nanaimo Regional General Hospital on Vancouver Island, a 55,000-square-metre hospital campus that serves 350,000 people. In order to accelerate the timeline for the pilot project, the energy management team issued a request for proposal for a climate change risk assessment based on the PIEVC (Public Infrastructure Engineering Vulnerability Committee) protocol developed by Engineers Canada. It awarded the consulting contract in December 2016 to a team of firms. Led by RDH Building Science Inc., it included McElhanney Consulting Services Ltd., Rivercourt Engineering, Prism Engineering Ltd. and Simon Fraser University.

With seed money from Island Health, additional funding from Natural Resources Canada and in-kind contributions from Engineers Canada and the Pacific Climate Impacts Consortium (PCIC), a crossdisciplinary group began working on the assessment using the PIEVC protocol. First introduced to Island Health by the Canadian

Coalition for Green Health Care, the protocol is a rigorous assessment tool used to identify and assess the risk level of infrastructure vulnerabilities to climate change. Nanaimo Regional General Hospital became the first hospital in Canada to apply it for assessing the degree of risk associated with each infrastructure component.

The hospital working group followed the five-phase roadmap detailed in the protocol from concept, scoping and team building to execution and reporting. An early step in the analysis involved categorizing infrastructure based on engineering disciplines: civil, electrical, enclosure, mechanical, structural and water systems. The team also examined climate projections related to temperature, storms, water shortages, flooding, wildfire smoke, among other climate events, to determine if such impacts could have a negative interaction with infrastructure components in the coming years.

With assistance from PCIC’s climate scientists, the probability of infrastructure

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26 CANADIAN HEALTHCARE FACILITIES

CLIMATE DESIGN PARAMETERS - PAST

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Historical Observations (PCDS) 3.5ºC Business As Usual (RCP 8.5) 2.0ºC Paris Global Limit (RCP 4.5) 1.5ºC Aspirational Global Limit (RCP 2.6) BC Building Code Parameters

6 Temperature Change (ºC)

component failure was scored on a scale of one to seven, from highly unlikely to approaching certainty. Then, in consultation with clinical and facilities staff at the hospital, the consequences of component failure were given a score from one for measurable to seven for catastrophic. The product of these two numbers provided a risk score for each infrastructure-climate event interaction.

Components with a score greater than 30 were classified as high-risk.

At Nanaimo Regional General Hospital, highest risk areas were identified as mechanical cooling, air handling systems and domestic water supply. The result of this process was a comprehensive climate risk assessment matrix. The final report also provided the hospital with a prioritization list synchronized with capital asset renewal plans. This information is now being used to inform hospital decisions regarding retrofits and new construction.

During the project, the team encountered several challenges, including jurisdictional authority, hierarchical systems (system redundancies and different exposures) and non-infrastructure (operational) issues.

Nevertheless, the PIEVC project was a success due to strong support from management, commitment to communication and a focus on collaboration. The project team ensured clinicians and other subject matter experts actively participated and contributed to the dialogue. With several workshops throughout the project, the team invited as many different stakeholders as possible, including external organizations such as the Fraser Health Authority, provincial ministries of health and environment and climate change, and Health Canada. This engagement enhanced the quality of results, while building capacity within Island Health and B.C. for future risk assessments.

The PIEVC protocol was an instrumental step in identifying vulnerabilities and building resilience at Nanaimo Regional General Hospital. For a comprehensive climate adaptation assessment, it is recommended to apply more than one tool within an ongoing and iterative process. This is a new area of consideration for many facility operators, the engineering community, clinicians and patients, so using a tested protocol is very helpful but may not capture all eventualities.

Hospitals are very complex facilities, often with varying ages of infrastructure, that

4

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BC Building Code

-2 1950

2000

2050

2100

Year

Figure 2A (above): This graph shows the variation in average annual temperature over time, as compared to a historical baseline (in grey). All values shown are relative to the 1971-2000 historical baseline. Red, blue and orange lines show future projections for three GHG emissions scenarios1. The future climate models projected temperature change demonstrates that appropriate design parameters need to accommodate the range of anticipated temperature change. “B.C. Building Code”2 (in black) indicates a temperature range for building design as per the 2012 BC Building Code Appendix C tables and the 2015 National Building Code (see Appendix 3). The black horizontal line indicates the median temperature within this temperature range.

PREDICTING THE FUTURE

This figure is an example of a climate projection used in Nanaimo Regional General Hospital’s PIEVC assessment, illustrating projected temperature change in British Columbia under different greenhouse gas emissions scenarios. The graph shows a similar outcome under all scenarios until about 2030, when the pathways begin to diverge. A worst-case scenario resulting from an increase in greenhouse gas emissions is shown in red with a temperature change in the mean of almost 6 C by 2100. Such a drastic change would result in severe impacts on human health and biodiversity. The blue line shows the ideal path to curb climate change The climate projections are based on a set of 12 Global Climate Models following three different greenhouse gas emissions scenarios, known as Representative Concentration (RCP). RCP8.5 is a “business as usual” scenario with little greenhouse gas emissions reduction until the of end of impacts; however, thisPathways requires substantial mitigation efforts.

For the purposes the century and corresponds to about 3.5°C of warming above pre-industrial levels globally by the end of the century. RCP4.5 roughly lines up with the global targets agreed upon at the 2015 United Nations Convention on Climate Changeshown in Paris, and by aboutthe 2°C warming above pre-industrial. RCP2.6 is the PIEVC assessment, the worst-case scenario red line, described as the “aspirational global limit” as it roughly corresponds to about 1.5°C warming above pre-industrial levels globally by the end of the century, a level that several nations including Canada have agreed would be preferred. representative concentration pathway 8.5, was assumed for all climate parameters “Building Code Parameters” correspond with the 1981-2005 period for temperature and precipitation. with projections to 2050.

1

2

13 | Vancouver Coastal Health

—Moving Towards Climate Resilient Health Facilities for Vancouver Coastal Health, Lower Mainland Facilities Management

operate as a system relying on utilities, municipalities and infrastructure beyond the site boundaries. As a result, this project has led to a wider study in the Nanaimo region examining cross-dependencies of critical infrastructure supplied by the municipality, hydro, gas and telecom companies. From this analysis, an online database with a spatial interface was developed to illustrate all infrastructure the hospital relies on. That information is assessed for risk of failure during extreme events caused by changing climate. This allows for the most vulnerable systems to receive top priority for upgrades.

Due in large part to the PIEVC project, a climate change lens is now being applied to all new construction and major renovation projects. Design is being informed by future climate projections, rather than solely

relying on the historical-based climatic design data in the building code.

Reducing Island Health’s climate impact through greenhouse gas reduction, and addressing the vulnerabilities identified in the PIEVC assessment, are objectives that have now been incorporated into the organization’s annual priorities plan. In spite of the complexities of healthcare, Island Health is proactively reducing its impact and risks associated with climate change because the organization recognizes the cost of preventing climate-related emergencies is far less expensive than recovering from them.

Rebecca Wareham is the sustainability coordinator assistant at Island Health. Joe Ciarniello is Island Health’s energy manager.

NATIONAL CONFERENCE

2019

SEPTEMBER 22-24

SASKATOON ARTS & CONVENTION CENTRE, TCU PLACE | SASKATOON, SK

“The “HUB” that enables resiliency in healthcare” 39TH ANNUAL CONFERENCE OF THE CANADIAN HEALTHCARE ENGINEERING SOCIETY SEPTEMBER 22-24, 2019 | SASKATOON ARTS & CONVENTION CENTRE, TCU PLACE

–––––––––– SPONSORS –––––––––– KEYNOTE

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GOLD

SILVER Belimo HH Angus IEM

BRONZE Precise Parklink Primex Wireless TIAC

www.ches.org

Abatement Technologies RWC

PROGRAM

Track 2B:

SUNDAY SEPTEMBER 22, 2019

This presentation will provide an overview of the common sources of air and water infiltration, and associated impacts to the building and health/comfort of the individuals in the building. Appropriate management and understanding of the building envelope can help provide better health outcomes for patients, comfort level for staff and long-term cost savings through energy efficiency and building repair.

07:00-14:00

The Great CHES Golf Game Moon Lake Golf Course (Bus time to be determined)

18:30-20:30

Opening Reception – Sponsored by Class 1 Inc. Reception Entertainment – Sponsored by Precise Parklink Remai Modern, Saskatoon SK

MONDAY SEPTEMBER 23, 2019 07:00-08:30

Breakfast – Sponsored by Thomson Power Systems

08:30-08:45

Opening Ceremonies

08:45-09:30

KEYNOTE ADDRESS – Sponsored by Honeywell The Resilience Roadmap Mark Black

What if life and work are supposed to be hard?

What if living a meaningful life was never meant to be easy?

And what if, whether you realize it or not, that’s actually a good thing?

If your people are struggling to cope with the fast pace of change, the Resilience Roadmap is the program you need.

In this presentation, Mark provides the strategic framework your organization needs to develop radical resilience in your people. This program will help you: 1. Decrease employee absenteeism 2. Eliminate excuses and whining 3. Increase productivity 4. Improve morale 5. Enhance company culture 09:30-10:30 Track 1:

PLENARY SESSION – TRACK 1 Forging a Path to Resiliency: Using CSA Z8002 to Increase the Capacity to Respond to Operational Disturbances Steve McEwan, Director, Plant and Maintenance Services, Interior Health, BC Robert Barss, CET, CCHFM, CHFM, Manager, Environmental Stewardship, Nova Scotia Health Authority, NS

Safe and effective healthcare delivery depends on well-designed, maintained, and operational healthcare facilities (HCF). HCFs provide the backbone to deliver the best standard of treatment. Presenters will describe how the new edition of Z8002 addresses risk management, the continuity of operations and emergency preparedness plans that enable infrastructure improvements for HCFs. The new edition of Z8002 also addresses technological advances in building, monitoring, energy optimization and measures to increase sustainability and performance.

10:30-11:00

Refreshment Break in the Exhibit Hall – Sponsored by Belimo

11:00-12:00 Track 2A:

2 CONCURRENT TRACKS – 2A & 2B Benefits of Using RETScreen Clean Energy Management Software in Healthcare Kevin Bourque, Project Engineer, RETScreen International, Natural Resources Canada CanmetENERGY Research Centre, Varennes QC JJ Knott, CET, CCHFM, CEM, CDSM, Project Lead, Healthcare Energy Leaders Ontario, Simcoe ON

Developed in Canada, RETScreen Software is relatively new to the health sector but is recognized for its potential to empower energy professionals and decisionmakers to rapidly identify, assess and optimize the technical/financial viability of potential clean energy projects, and assist in improving a facility’s climate change impact resiliency. RETScreen also allows managers to easily measure and verify the actual energy performance of their facilities and help find additional energy savings opportunities.

28 CANADIAN HEALTHCARE FACILITIES

12:00-13:00 Track 3A:

The Building Envelope: Keeping the Water Out Gord Rajewski, National Practice Leader for the Building Sciences and Sustainability (BSS) Group, Pinchin Ltd.

2 CONCURRENT TRACKS – 3A & 3B CSA Healthcare Standards: How Compliant are You? George Pankiw, PEng, CCHFM, SASHE, CHFM, Site Manager, Facilities Management, Hamilton General Hospital, Hamilton ON

At Hamilton Health Sciences, the facilities management department has created a scorecard based on the CSA standards applicable to healthcare operations and maintenance. The scorecard allows you to get an overall view of your compliance ratings against each standard. In this presentation, we will look at the development of the scorecard, review some of the ratings and plans for improvement, as well as progress to date.

At the end of this session, participants will be able to: 1. Identify O&M requirements of the CSA standards applicable to healthcare 2. Carry out an assessment of compliance to the CSA standards applicable to healthcare 3. Visualize the assessment to see where their strengths and weaknesses lie Track 3B:

Deciphering Electric Lighting Technology Alison White, Assoc. IALD, MIES, LC, Certified Lighting Consultant, SMP Lighting Group

The presentation will offer guidelines to evaluate lighting and control systems for healthcare applications, clarify some common misnomers and include an overview of future trends. We will look at lighting and controls design and what make sense for the application. It will review budget restraints, product life cycle and a case study of a 144-bed senior residence lighting upgrade.

Session objectives: 1. Demystify lighting and explain how lighting effects occupants of the built environment.

2. Provide attendees with tools to ask the right questions to ensure lighting systems they asked for are what they get.

3. Identify and resolve lighting challenges faced when designing for both new construction and retrofit.

13:00-14:00

Lunch in Exhibit Hall – Sponsored by Klenzoid Canada Inc.

15:00-16:00 Track 4A:

2 CONCURRENT TRACKS – 4A & 4B CSA Z7396.1-17 Medical Gas Pipeline Systems: A Need to Know Discussion Roger Holliss, MEng, Director of Engineering & Biomedical Services, St. Mary’s Hospital, Kitchener ON Alan Pinkerton, President, PMG Systems Ltd., East York ON

The fourth edition (2017) of CSA Z7396.1 is a foundation standard and installation code for medical gas systems within healthcare facilities, and is substantially changed/improved from the withdrawn 2012 edition. Best practice always suggests following the latest standard, regardless of the AHJ adoption status. From our technical sub-committee perspective, including incident knowledge, we’ll focus on the new Clause 15, Maintenance and Ongoing Verification section. Of significance are new ‘appointed’ qualified operator designations. ‘Need to know’ material for all operators and anyone touching the system that’s ever wondered or questioned whether/what they can. Learn how to become qualified. Lives depend on actions and an understanding of daily responsibilities.

Track 4B:

Finding the Sweet Spot in Long-term Care Jerald Peters, Architect, AAA, AIBC, MAA, OAA, SAA, FRAIC, LEED AP, Principal, ft3 Architecture Landscape Interior Design Chris Ott, P.Eng., Principal, Senior Mechanical Engineer, SMS Engineering, Winnipeg MN Chris Hewitt, BEng (Hons), PEng, CEng (UK), MIET, LEED AP, President, Senior Electrical Engineer, SMS Engineering, Winnipeg MN

NATIONAL CONFERENCE 2019 CONGRÈS NATIONAL | SEPTEMBER 22-24 2019 SEPTEMBRE | www.ches.org

Long-term care is neither hospital nor seniors housing. In our efforts to deinstitutionalize long-term care environments and reduce capital costs, are we appropriately addressing infection control, levels of care required, performance of systems and robust infrastructure? What is that sweet spot? This session will explore codes and standards in current design thinking to create home-like environments, ultimately improving outcomes for residents.

16:00-17:00

“Happy Hour” in Exhibit Hall – Sponsored by Trane

18:00-19:00

President’s Reception – Sponsored by Tremco Centennial Hall, Saskatoon Arts & Convention Centre, TCU Place, Saskatoon SK

19:00-23:00

Gala Banquet – Sponsored by Johnson Controls Banquet Entertainment – TBC – Sponsored by Chem Aqua Centennial Hall, Saskatoon Arts & Convention Centre, TCU Place, Saskatoon SK

TUESDAY SEPTEMBER 24, 2019 07:00-08:30

Breakfast – Sponsored by SMP Engineering

08:30-09:30 TRACK 5A:

2 CONCURRENT TRACKS – 5A & 5B Fire Safety Evaluation Systems and their Role in Asset Management Ben Coles, MScE, MBA, PEng, PE, Fire Protection Engineer, RJ Bartlett Engineering Ltd., Fredericton NB

Application of contemporary building code requirements within existing healthcare facilities is not always practical. The Canadian Hospital Fire Safety Evaluation System (CHFSES) is a quantitative method for ranking fire and life safety that enables cost-effective and prioritized upgrades, and is central to the realm of asset management.

TRACK 5B:

Disrupting the Building and Infrastructure Industry Sunny Ghataurah, PEng, PE, CLD, LEED AP BD+C, President, AES Engineering Ltd., Vancouver BC Glenn Stowkowy, PEng, Senior Principal, AES Engineering Ltd., Edmonton AB

“If you don’t understand technology, you will be replaced by it.”

Looking through the lens of technology, Sunny will explore the evolution of the design and construction industry, demonstrating how emerging technologies have and continue to trigger revolutions in the way that we live, work and heal people in modern healthcare facilities.

Technologies discussed will range from the switchboard to quantum computing, pinsetting to automated transportation, coal-fired electricity to electric vehicles, and manual drawing production to building master systems integration.

09:30-10:15

CHES National Annual General Meeting CHES 2020 Presentation

10:15-10:45

Refreshment Break in the Exhibit Hall – Sponsored by Thermal Insulation Association of Canada

10:15-10:45

CHES Saskatchewan Chapter Annual General Meeting

10:15-14:15

Exhibit Hall Open

12:15-13:15

Lunch in the Exhibit Hall / Draw Prizes

13:15-14:15 TRACK 6A:

2 CONCURRENT TRACKS – 6A & 6B Co-generation as a Resiliency Measure John Karman, CTech, PMP, RSW, LEEP AP, BD+C, Senior Project Director, SMP Engineering, Edmonton AB

The session will present a case study in electrical system resiliency for the Edmonton Lab Hub. It will address the many resiliency options that were considered and discuss the various solutions, particularly the co-generation option that is being implemented and the reduced operating costs and carbon footprint for this 47,000 square metre facility.

TRACK 6B:

Patient and staff comfort, building resilience, operating risk and return on investment are at odds when managing operating requirements, deferred maintenance and capital upgrades. This presentation will demonstrate that by starting with the pumps, the “heart” of the hospital, these objectives can be aligned and result in deep improvements in comfort, reduced risk and enhanced energy performance of up to 40%. It empowers the HVAC system to be resilient to changing functionality of the hospital.

14:15-15:15 TRACK 7A:

2 CONCURRENT TRACKS – 7A & 7B The Importance of Building an IPAC Culture to Improve Patient Care and Outcomes Craig Yee, BSc, MSc (OEH), CRSP, AHERA, Master Trainer, Infection Control Training Group, Vancouver BC

Many organizations talk about the importance of establishing and maintaining a “culture.” But why is this necessary in a healthcare environment regarding infection control? The session will describe some of the operational challenges and breakdowns in keeping patients safe, and why building and sustaining an IPAC culture – incorporating values such as collaboration, transparency and positive interaction – is critical in maintaining, and even improving, patient safety and outcomes.

This session will enable attendees to: 1. Understand and know the importance and critical aspects of an infection control culture.

2. Identify and assess the challenges, obstacles and breakdowns that lead to culture differences.

3. Provide practical, real world solutions in addressing culture issues and mitigating communication problems.

TRACK 7B:

How to Improve your RFP from a C to an A+?

Things You Can Do Now to Make the Grade!

Jeff Sawyer, BA, MS, Researcher and Director of Strategic Engagements, Simplar Institute, Arizona

This workshop will provide tools of expertise-driven project delivery, which owners can immediately use to increase project success, simplify the procurement selection process, develop efficient project pre-planning documentation and measure program outcomes.

Session objectives: 1. Identify and increase your hit rate (consistently score 2-5 points higher in evaluations) 2. State ways to become a higher performer by walking away with simple and powerful metrics 3. Increase your profitability by improving partnerships with your owners and/ or vendors 15:15-15:45

Refreshment Break

15:45-16:45 TRACK 8:

PLENARY SESSION – TRACK 8 The National Trend Toward Prompt Payment – How will this Impact Consultants Misty Alexandre, BA (Hons), Juris Doctor, Lawyer/Partner, Robertson Stromberg LLP, Saskatoon SK Jared Epp, BA (Psych), Great Distinction, Juris Doctor, Lawyer/ Partner, Robertson Stromberg LLP, Saskatoon SK

This presentation outlines the requirements of the recent prompt payment legislation introduced in Saskatchewan in the fall of 2018. Similar to the prompt payment legislation introduced in Ontario, this legislation will have major impacts on consultants in the healthcare industry when administering construction contracts for new or renovated facilities.

16:45-17:00

Closing Ceremonies

The “Heart” of Hospital Comfort – Improving Resiliency by Understanding Flow Yves Lemoine, BASc, PEng, Director, Energy Upgrades Canada, Armstrong Fluid Technology, Toronto ON SUMMER/ÉTÉ 2019 29

NATIONAL CONFERENCE 2019 CONGRÈS NATIONAL | SEPTEMBER 22-24 2019 SEPTEMBRE | www.ches.org

TRADE SHOW

Sponsorship

Participating companies are listed below.

Abatement Technologies Air Liquide Healthcare Altro Canada, Inc. AMG Medical Amico Corporation Aqua Air Systems Ltd. Ascom Atlas-Apex Roofing (Saskatchewan) Inc. Austco B.G.E. Service & Supply Ltd. Belimo Aircontrols (CAN) Inc. Bender Canada Inc. Buckworld Western Camfil Canada Inc. Canadian Coalition for Green Health Care Centura Western Chem-Aqua CHES Class 1 Inc. Construction Specialties, Inc. Cool Air Rentals CSA Group Cypress Sales Partnership

Conference App/Final Program . . . . . .

Golf Tournament . . . . . . . . . . . . . . . . .

Mobile Recharge Station . . . . . . . . . . .

Lanyards . . . . . . . . . . . . . . . . . . . . . . .

Green Park . . . . . . . . . . . . . . . . . . . . .

Student Program . . . . . . . . . . . . . . . . .

Companion Program. . . . . . . . . . . . . .

Official Time . . . . . . . . . . . . . . . . . . . .

Dafco Filtration Group DCM Inc. DDC Dolphin Ltd. Delta Controls Inc. Delta Faucet Canada ECNG Energy Group Erv Parent ESC Automations Inc. Finning Power Systems Firestop Contractors International Association (FCIA) FlashCove Canada Flatland Inspection Services Ltd. Flynn Canada Ltd. Follett LLC Franke Kindred Canada Limited Global Plasma Solutions Inc. Grundfos Guard RFID Solutions Inc. Hikvision Canada Hippo CMMS Honeywell IEM Industrial Electric Mfg (Canada) Inc.

ipcGUARD LTD IRC Building Sciences Group Islandaire Johnson Controls Klenzoid Canada Inc. Levitt-Safety MediaEdge Communications Inc. MIP Inc. Miura Canada Co. Ltd. Mondo Contract Flooring Morris Lee OES Wellness Group On2 Solutions Pinchin Ltd. Precise Parklink Inc. Precision AirConvey Waste & Linen Conyeing Group Primex, Inc. Rauland Reliable Controls Corporation Reliance Worldwide Corporation (Canada) Inc. Saskatchewan Masonry Institute Inc.

Schneider Electric Canada Inc. SciCan Ltd. Smillie McAdams Summerlin Ltd. Specified Technologies Inc. Spirax Sarco STERIS Canada Sales ULC Swisslog Healthcare Texcan, A sonepar Company Thermal Insulation Association of Canada Thermogenics Thomson Power Systems Tower Tech (Fiberglass) colling tower Longhill Energy Trane Tremco Umano Medical Vernacare Canada Inc. Victaulic WESCO Distribution Canada Willis/Corian Design Window Film Canada

Sponsored by Daikin Applied Sponsored by Thermogenics Sponsored by Flynn Canada Ltd. Sponsored by Stantec Sponsored by WSP Canada Inc. Sponsored by HH Angus and Associated Limited Sponsored by IEM Industrial Electric Mfg (Canada) Inc. Sponsored by Primex, Inc.

30 CANADIAN HEALTHCARE FACILITIES

NATIONAL CONFERENCE 2019 CONGRÈS NATIONAL | SEPTEMBER 22-24 2019 SEPTEMBRE | www.ches.org

Clean, protect and disinfect from every angle.

Disinfect the sides, underside and back of surfaces with Clorox® Total 360®. It’s the only cleaning solution that wraps around surfaces to kill 23 pathogens in 2 minutes and covers up to 18,000 ft2 an hour.

Rethink disinfection.

© 2019 The Clorox Company

For logo size between 3/4" and 1.5"

Request your free demo at CloroxProfessional.ca.

Disinfect the sides, underside and back of surfaces with Clorox® Total 360®. It’s the only cleaning solution that wraps around surfaces to kill 23 pathogens in 2 minutes and covers up to 18,000 ft2 an hour.

Clorox 360 Logo: CMYK color medium version

® prints blue against light colored background and K/O to white with dark colored background.

For logo size between 3/4" and 1.5"

® prints blue against light colored background and K/O to white with dark colored background.

Clorox 360 Logo: CMYK color medium version

Rethink disinfection.

Rethink disinfection.

Request your free demo at CloroxProfessional.ca.

Rethink disinfection.

Request your free demo at CloroxProfessional.ca.

Clean, protect and disinfect from every angle.

For logo size between 3/4" and 1.5"

Clean, protect and disinfect from every angle.

Disinfect the sides, underside and back of surfaces with Clorox® Total 360®. It’s the only cleaning solution that wraps around surfaces to kill 23 pathogens in 2 minutes and covers up to 18,000 ft2 an hour.

Request your free demo at CloroxProfessional.ca.

Clorox 360 Logo: CMYK color medium version

® prints blue against light colored background and K/O to white with dark colored background.

For logo size between 3/4" and 1.5"

® prints blue against light colored background and K/O to white with dark colored background.

Clorox 360 Logo: CMYK color medium version

Disinfect the sides, underside and back of surfaces with Clorox® Total 360®. It’s the only cleaning solution that wraps around surfaces to kill 23 pathogens in 2 minutes and covers up to 18,000 ft2 an hour.

Clean, protect and disinfect from every angle.

WINNING THE FIGHT

Long-term care facilities employ electrostatic disinfecting technology to defeat HAIs outbreak

By David L. Smith

E

very year, between 300 and 400 outbreaks of norovirus are reported to the Public Health Agency of Canada. In November and December 2018, a number of longterm care facilities in Ontario experienced particularly persistent outbreaks.

In some cases, the facilities fought to eliminate norovirus for two and three weeks without success. Since residents in these facilities typically fall into a high-risk category for this type of illness, the results were devastating.

As experts in infection prevention and control know all too well, two cases of acute gastrointestinal or respiratory tract illness in the same unit within 48 hours is often enough to

32 CANADIAN HEALTHCARE FACILITIES

trigger a warning about the possibility of an outbreak. Though long-term care facilities typically have outbreak management teams and very specific cleaning protocols to deal with such occurrences, it is extremely difficult to eradicate all disease-causing pathogens with manual cleaning products and methodology.

Why? Because it is virtually impossible to simultaneously clean and disinfect all surfaces in a facility by hand. It’s also time and resource intensive.

Think about the intricate surfaces of keyboards, TV remotes, telephones, mobility equipment such as walkers and wheel chairs, monitoring equip-

ment and personal items. The sides and backs of surfaces can also be extremely difficult to reach.

This was the battle the Ontario long-term care facilities were fighting late last year. When the outbreaks persisted despite best efforts to control them, they decided to test a revolutionary new approach: electrostatic disinfecting technology.

Electrostatic disinfecting is a method by which a liquid disinfectant is applied to a surface using an electrostatic applicator. The liquid is atomized into droplets, which are charged by an electrical current as they exit the applicator. When the charged droplets approach the target surface area, they

HEALTH & SAFETY

induce an opposite charge on it, which in turn attracts the charged droplets to the surface. The charged droplets also repel each other, preventing them from forming larger droplets. This allows them to completely and uniformly cover a surface.

The charged droplets are attracted to the backs, sides and undersides of objects, regardless of the direction of the application, enabling them to ‘wrap around’ a wide range of surface types, from tables, desks and washroom fixtures to intricate surfaces.

In a traditional spray or mist application, the coverage of a surface is determined by the direction of spray and where the droplets fall based on

gravity. This can result in uneven surface coverage and allows the disinfecting product to remain in the air and travel through ventilation systems. In contrast, the fine electrostatically charged droplets produced by an electrostatic applicator provide consistent coverage of a surface, use less disinfectant in the process and do not linger in the air. This allows staff and residents to immediately re-enter treated areas once the application is complete.

The addition of electrostatic disinfecting to the cleaning protocols of the affected facilities brought the outbreaks under control within 36 hours. Swab ATP (adenosine triphosphate) testing was completed before and after the cleaning and disinfecting process. The documented results showed the reduction of pathogens to below undetectable levels.

As a result, all of the long-term care facilities were cleared within a short time by public health authorities.

A number of the facilities have since purchased electrostatic disinfecting equipment to augment their daily cleaning protocols. They are also adding the technology to their enhanced environmental cleaning programs within their outbreak management procedures.

While the equipment does require an upfront investment by the facility, the capital cost can be deferred through a

leasing program. That, along with the reduced requirement for both labour and disinfectant, improved staff health and wellness, and enhanced public perception, makes the economics of the technology very attractive.

When a facility is considering adding electrostatic disinfecting to its environmental cleaning protocol, it is important to select the equipment carefully. Foggers, misters and other types of atomizers are not electrostatic and do not enable the wrap around effect that electrostatic technology achieves. It is also critical to verify the charge density of the application equipment. The electrostatic applicator should have a charge density greater than five in order to truly deliver the disinfectant in an even layer over all exposed surfaces for thorough disinfecting to occur.

David L. Smith is director of cleaning, hygiene and sanitation at Bunzl Canada, which provides cleaning and hygiene supplies and equipment to more than 45,000 Canadian businesses. David has more than 30 years’ experience in cleaning and hygiene. He is a recognized expert in infection prevention and control, with special expertise in electrostatic disinfection technology. He can be reached at 613-449-2146 or david.smith@bunzlcanada.ca.

SUMMER/ÉTÉ 2019 33

CONTENU COMMANDITÉ

Adopter la certification ENERGY STAR en soins de santé ®

CONSEILS AUX DEMANDEURS L’application Portfolio Manager de RNCan guide les utilisateurs du début à la fin du processus de demande, mais il y a encore plusieurs choses à garder à l’esprit au moment de présenter une demande — soit pour la certification initiale ou pour un renouvellement.

L’application est gratuite, les PA ne le sont pas : RNCan ne perçoit aucuns frais pour la certification. Toutefois, les demandeurs sont responsables de tous les coûts associés à l’évaluation et à la vérification sur place.

Le vérificateur peut être un employé de l’organisation qui demande la certification.

L

a durabilité et la conservation de l’énergie deviennent rapidement des priorités dans le milieu des soins de santé. Comme les hôpitaux et les professionnels continuent de réclamer des installations plus écologiques, une option consiste à tirer parti du programme de certification ENERGY STAR de Ressources naturelles Canada (RNCan).

Les bâtiments certifiés ENERGY STAR affichent un rendement énergétique correspondant aux 25 % les plus élevés des bâtiments similaires au pays. Ils consomment moins d’énergie, sont moins coûteux à exploiter et produisent moins d’émissions de gaz à effet de serre.

FAIRE LE PREMIER PAS La certification ENERGY STAR est offerte à de nombreux types d’établissements de soins de santé (voir l’encadré). Même si le fait de devenir un gestionnaire de l’efficacité énergétique peut sembler intimidant au début, RNCan a peaufiné le processus de certification pour s’assurer qu’il n’en est rien

Le processus commence avec l’application ENERGY STAR® Portfolio Manager® de RNCan, un outil d’analyse comparative gratuit conçu pour aider les utilisateurs à surveiller, évaluer et optimiser leur consommation énergétique dans l’ensemble de leur portefeuille. Grâce à cette plateforme interactive, les demandeurs doivent comparer la consommation d’énergie de leur propriété à celle de bâtiments de taille et de fonction similaires et obtenir une note finale de 1 à 100. Les demandeurs qui obtiennent une note de 75 ou plus peuvent ensuite commencer le processus de demande en ligne, après quoi un professionnel agréé (PA) doit effectuer une évaluation sur place et vérifier les renseignements contenus dans la demande avant de la soumettre Après quelques questions de suivi (au besoin), les demandeurs retenus recevront un accès gratuit à la trousse d’outils et aux ressources promotionnelles ENERGY STAR pour commencer à afficher leur certification.

Savoir quoi compter : En règle générale, une analyse comparative ENERGY STAR couvre l’ensemble de la surface hors œuvre (SHO) d’une propriété. Certains actifs énergétiques peuvent être exclus de l’évaluation à condition qu’ils soient sous-mesurés. Il s’agit notamment des tours de téléphonie cellulaire, des garages de stationnement, des stations de recharge de véhicules électriques, des piscines extérieures et chauffées, ou de tout panneau-réclame ou écran de projection sur la propriété qui ne sont pas directement liés à l’utilisation de l’immeuble.

Tirez profit des ressources de RNCan : RNCan offre une foule de services de soutien en ligne et en personne pour obtenir et maintenir la certification ENERGY STAR. Cela comprend des webinaires réguliers offrant de la formation et de l’information sur le gestionnaire de portefeuille, des FAQ en ligne ou son bulletin mensuel, L’enjeu : bâtir l’efficacité énergétique.

TIRER LE MEILLEUR PARTI DE LA CERTIFICATION Les avantages de l’analyse comparative vont au-delà de la certification ENERGY STAR. La mesure continue de la consommation d’énergie peut révéler des tendances, des problèmes potentiels et des écarts dans le portefeuille qui peuvent mener à des économies d’énergie plus

CONTENU COMMANDITÉ

Propriétés admissibles à ENERGY STAR La certification ENERGY STAR est actuellement disponible pour les types de propriétés canadiennes suivants : • Hôpital (médecine générale et chirurgie) • Bureau médical • École de la maternelle à la 12e année • Patinoire/piste de curling • Bureau • Établissement de soins pour bénéficiaires internes/ communauté de soins aux personnes âgées • Supermarché/Magasin d’alimentation/Dépanneur • Entrepôt

importantes. Une analyse comparative cohérente peut également aider les propriétaires/ gestionnaires à prioriser les mises à niveau des immobilisations et à établir des arguments solides pour les projets de modernisation. Ça ne fait jamais de mal d’être sous les projecteurs. Tout en faisant de leur immeuble un endroit où il fait bon travailler, les personnes qui évaluent régulièrement leur consommation d’énergie et utilisent ces données pour améliorer leurs opérations peuvent obtenir une certification et figurer dans le registre des bâtiments certifiés de RNCan.

UNE DÉMARCHE PERMANENTE De même, la certification ENERGY STAR est décernée chaque année, ce qui encourage les participants à maintenir leurs programmes et initiatives d’économie d’énergie sur une base annuelle.

C’est facile de commencer, et tout le monde y gagne. C’est maintenant le temps de faire le premier pas vers la certification ENERGY STAR de votre bâtiment et de commencer à utiliser l’application ENERGY STAR Portfolio Manager.

Pour de plus amples renseignements sur la certification ENERGY STAR et le gestionnaire de portefeuille, visitez le site Web dès aujourd’hui http: //energystar.gc.ca/batiments

Entreprendre la démarche Il est facile de faire une demande de certification ENERGY STAR. 1. Comparez la consommation d’énergie de votre bâtiment avec au moins 12 mois consécutifs de données mesurées à l’aide du logiciel gratuit ENERGY STAR® Portfolio Manager® de RNCan. 2. Si vous obtenez une note de 75 ou plus, commencez votre demande en ligne dans Portfolio Manager.

3. Demandez à un professionnel agréé (PA) d’effectuer une visite sur place et de vérifier les renseignements contenus dans votre demande (des frais peuvent s’appliquer).

4. Remplissez, puis soumettez la demande en ligne par l’entremise de Portfolio Manager.

5. Répondez aux questions de suivi de RNCan (au besoin).

6. Si votre demande est acceptée, vous aurez accès à la trousse d’outils promotionnels de RNCan. 7. Présentez une nouvelle demande chaque année et profitez des ressources, des webinaires et de la richesse des documents d’appui de RNCan.

Les noms ENERGY STAR et PORTFOLIO MANAGER et le symbole ENERGY STAR sont des marques déposées au Canada par l’Agence de protection de l’environnement des États-Unis, dont l’administration et la promotion relèvent de Ressources naturelles Canada.

HEALTH & SAFETY

CLEANING UP Ontario hospital first in Canada to have self-sanitizing rooms

By Lisa van Kolfschoten

C

ollingwood General and Marine Hospital (CGMH) recently opened one of five self-sanitizing inpatient rooms, and will soon be the first hospital in Canada to use copper-infused panels on patient room walls and high-touch surfaces like bed rails, tables, door handles, pulls and push plates to limit the growth of microorganisms and mitigate infection rates.

Copper is naturally anti-bacterial and copper surfaces prevent bacteria growth.

The hospital embarked on the room refurbishment to improve the patient and family experience and keep them safe, says CGMH president and CEO Norah Holder.

The made-over patient room is located on the medical unit. It is equipped with ceiling mounted ultraviolet type-C lights complete with motion sensors that automatically sterilize the room when the patient is in the washroom or outside the room.

Swab tests showed bacteria counts in the range of 7,000 to 8,000 in a typical room.

36 CANADIAN HEALTHCARE FACILITIES

After the self-sanitizing technology was installed, the same swab tests have shown bacteria counts in the range of 30 to 50.

Facilities operations manager John Widdis says he hopes that leading infection control concepts will one day be incorporated into all inpatient rooms in a newly built facility, as the hospital is currently moving through the Ministry of Health redevelopment process.

Washrooms have also been outfitted with motion-sensored UVC lights that are activated after the patient leaves or every four hours when not in use, as well as copperinfused toilet seats, handles and shelving units. No-touch smart sinks have been specially designed to prevent back splash, which spreads germs, and to produce ozonated water. Ozone has been proven to have an oxidizing, antiseptic and germicidal effect.

Hospital officials say it is four times more effective than bleach to kill bacteria. The engineered water automatically rinses the

sink after each use and every three hours when not in use.

CGMH first installed these smart sinks in the emergency department when it was renovated in 2016. Since then, the hospital has seen the lowest rates of C. difficile occurrences in six years.

Widdis says the rates went down in the emergency department shortly after the changes were made.

This is good news given C. difficile can be life-ending for the elderly or those who have compromised immune systems, says chief of staff Dr. Michael Lisi. He adds that the technology will help improve outcomes and get patients back to their families safely.

For rooms not yet equipped with UV lights, the hospital has acquired two portable, remote-controlled sterilization units with UV lights that can be placed in any room and used to disinfect surfaces. This is done after environmental services performs a

HEALTH & SAFETY

Collingwood General and Marine Hospital has incorporated state-of-the-art technology to sanitize patient rooms, which will help stop the spread of dangerous bacteria and viruses.

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McGregorAllsop_GTA_June_2016_FINAL.pdf

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2016-06-23

10:16 AM

Expertise. Insight. Trust.

Mechanical Electrical Building Automation manual clean, greatly reducing time spent on this task.

Currently, environmental services must undertake what’s called a ‘terminal clean’ in a room where an isolated patient with a highly contagious illness has stayed. This can take up to two and a half hours to complete.

With the cutting-edge technology, after environmental services completes a manual clean to remove all bacteria from hard surfaces, including those that are not copperinfused, the sterilization unit can disinfect the room in just 10 minutes, cutting the cleaning time by more than 50 per cent.

The South Georgian Bay community raised more than $1 million to help make this technology a reality.

The hospital hopes to have the remaining four inpatient rooms refurbished by the end of September.

Em ergenc y G ener ator Sys tems designed for your building C

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Lisa van Kolfschoten is a communications officer at Collingwood General and Marine Hospital.

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1 Concorde Gate, Suite 808 Toronto, Ontario 416.443.9499 mcgregor-allsop.com

SUMMER/ÉTÉ 2019 37

SPONSORED CONTENT

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THE IMPORTANCE OF CLEANING IN A PUBLIC FACILITY Many building owners and managers still view cleaning as a “cost.” But cleaning should be regarded as an investment. It helps improve team spirit, enhances worker productivity, improves employee attendance, helps protect building assets, and when viewed in dollars-andcents terms, cleaning pays for itself many times over.

Those are big, bold statements on the value of effective cleaning. So, just to prove our point, let’s examine some studies on the benefits of cleaning, and we’ll let you decide if cleaning is a cost or investment.

Improved Productivity According to ISSA, the worldwide cleaning association, one of the many benefits of a clean facility is the decrease of harmful contaminants in the indoor environment. A clean and hygienic facility gives building occupants a visual comfort level and reduces potential

Nilfisk Canada

risks that may be associated with buildings that are not as clean.

locations so that private discussions can be kept private.

And this can result in dollars-and-cents savings.

For instance, ISSA notes employees’ productivity levels were found to be heavily influenced by the cleanliness of the facility they worked in.

To help trim costs, the insurance company decided to do two things:

Preserving Building Assets A major North American insurance company installed carpet in their hundreds of office locations. The carpet had to be cleaned once or twice per year and in most cases, only lasted roughly three or four years. Maintaining and replacing the carpet cost the insurance company hundreds of thousands of dollars every year.

The insurance company toyed with the idea of removing the carpet, but found that when they did so, agents and customers felt a lack of privacy discussing their insurance needs. Carpet helps quiet

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•

•

They cut the carpet cleaning frequencies to about once per year, hoping to save thousands of dollars every year.

They hired a cleaning consultant to suggest ways to help them find a way to keep the carpet lasting longer.

To their surprise, the cleaning consultant advised the company that they needed to increase cleaning frequencies, not decrease them. Reluctantly, the insurance company followed his advice and set up a pilot program. In a select number of locations, instead of carpet being cleaned just once per year, it was cleaned two, three, and in some cases, four times per year depending on carpet soiling.

After two years, the insurance company analyzed the outcomes. What they found was that the carpet cleaned more frequently was now lasting five to seven years, instead of only three. This meant the carpet did not have to be replaced as often which resulted in the insurance company saving thousands of dollars annually.

This result was mirrored in studies by the Institute of Inspection Cleaning and Restoration Certification (IICRC) and the Carpet and Rug Institute (CRI). They found that a planned carpet maintenance program that involves more frequent carpet cleaning extends a carpet’s useful life, “well beyond the manufacturer’s estimated life cycle, ultimately paying for itself in deferred replacement costs.”

Nilfisk can help with all your facility cleaning needs, visit us at www.nilfisk.ca to learn more.

HEALTH CHECK Digitalizing healthcare facilities to optimize maintenance of these critical structures

By Paul Torkan

D

igitalizing a hospital, not to be confused with digitizing, refers to the improvement of a business model by means of integrating digital technologies and data extraction. Leveraging these technologies to automate processes reduces manual effort and ultimately improves service at a reduced cost.

The healthcare supply chain is a complex, synchronized system of processes that aligns staff, doctors, distributors, providers, regulators, insurance companies, patients and government agencies.

Digitalization has made an isolated impact on each component of this system in the past few years through increased use of real-time data and interdepartmental data sharing.

There are many benefits associated with digitalization that affect not only staff but patients, too. Reduced documentation and

40 CANADIAN HEALTHCARE FACILITIES

administrative requirement increases staff satisfaction, while a decreased length of stay in hospital and improved operational efficiency improves the patient’s overall experience.

A MATTER OF IMPROVEMENT

The increased demand for flexible and effective performance in facility management has focused digitalization on generating, storing and sharing documents and drawings. The next wave involves data sharing, data analytics and process optimization. As an example, interlinking building geography and operational parameters to generate work orders will help shift from reactive to condition-based maintenance.

When considering facility management and the planning process, correct implementation of advanced tools such

as building information modelling (BIM) and computerized maintenance management systems (CMMS) have paved the way for better cost management.

Other ways digitalization can improve hospital facility management include: integration of CMMS with the time and attendance system for proper maintenance planning; use of sensing elements to determine frequency of preventive maintenance programs; equipment parameters with CMMS and BIM for predictive maintenance; artificial intelligence to collect ‘smart’ data on equipment to use for life cycle extrapolation; use of room occupancy data with building automation for energy conservation; automatic extraction of data update from call centre software (in most cases CMMS) to produce live inspection rounds; auto anal-

MAINTENANCE & OPERATIONS ysis of mean time between failures (MTBFs) to produce predictive data; workflow optimization through the use of real-time location systems (RTLS) for technicians and equipment on wheels; use of building automation system (BAS) sensors for hospital occupancy optimization; and proactive capital replacement scheduling based on CMMS, MTBFs and BAS data.

PLAN OF ACTION

Digitalization must be planned appropriately with an adequate budget for the whole program. Implementation of each component can occur gradually; however, the overall infrastructure plan must be formalized from conception so that implementation may be optimized and it can exclude potentially obsolete components during installation.

There are other ways to mitigate risk when digitalizing.

Rapid advancements in technology will likely render individual components obsolete while others remain contemporary. System components should be structured to ensure future replacement or upgrades may be applied section by section without affecting the performance of the total system.

Data protection will need to be incorporated in all aspects of digitalization in order to maintain confidentiality of sensitive information.

Most organizations do not consider the cost involved with life cycle replacements or upgrade of the associated software and firmware because of the virtual nature of these elements. Earlier component replacements could turn into a mass replacement of the entire system due to an expired operating system, software, firmware or other component. A synchronized maintenance and replacement program is necessary from the beginning.

There may be a misconception regarding labour reduction that could cause resistance to implementation from hospital and maintenance staff. Education via regular user group sessions will be instrumental in addressing this potential concern.

Electronic components fail with minimum warning, so prepare to increase the volume of the workforce or gradually provide upgrades to existing technicians to deal with maintenance and potential failures.

DIGITALIZATION IS ABOUT COLLECTING AND INTEGRATING ACCURATE DATA TO BUILD FORECASTING MODELS, AND CREATING IN SYNC PROCESSES FOR PATIENT CARE AND HOSPITAL FACILITY MANAGEMENT. An incremental increase in energy costs due to additional electronic equipment may occur, so budget for it.

A study of emergency power infrastructure can provide useful data regarding the possible requirement for additional uninterruptible power supplies and/or generator power to keep the digital equipment seamlessly functional.

LIFE CYCLE MANAGEMENT

It is worth separating electronics from mechanical and electrical equipment when planning capital because of the lack of information regarding life expectancy of digital systems. Unlike a mechanical system that provides building operators with an adequate warning before failure, electronics fail without notice and, in some cases, the full system will need to be replaced. Life cycle data for electronic equipment has not been proven to be as reliable, and MTBFs for these types of devices cannot be accurately extrapolated, which is why operators resort to equipment redundancy and pre-programmed spare parts, such as servers and switches with ‘plug and play’ capabilities, in order to mitigate service interruptions.

The rapid advancement of technology has changed the way facility administrators plan their life cycle funds for electronic assets. When a digitalized system contains a number of electronic components, the only viable option is to replace them as they fail or when the unit is determined to be obsolete. Component replacements may work until they are no longer compatible or cannot be upgraded.

At that point, the whole system will need to be replaced and facility administrators have limited control over the cost.

Having a redundant system has an advantage and could increase bandwidth and reliability, while reducing downtime during maintenance and upgrades; however, the life cycle cost will double.

The greater integrated a hospital’s digitalized systems, the more difficult and costly it will be to plan for their life cycle replacement. Original equipment manufacturers tend to only use their sales data to average out the life cycle for each component and provide notification two years in advance.

To plan life cycle replacement for integrated digital equipment, date stamping of hardware along with an adequate expertise in electronics will go a long away.

THE BOTTOM LINE

Digitalization is not about replacing the workforce with technology. Rather, it is about collecting and integrating accurate data to build forecasting models, and creating in sync processes for patient care and hospital facility management. Digitalized hospitals provide a pleasant and effective patient experience through comprehensive use of digital data and automation of clinical functions.

While digitalization improves the p at i e n t ex p e r i e n c e a n d re d u c e s healthcare costs, there are various factors that must be considered when planning for digital transformation.

Hospital leaders in facility management and clinical departments will need to be aware of all the determining factors that affect short and longterm costs, otherwise the project may take longer than expected or exceed the allocated budget, potentially leading to its abandonment.

Paul Torkan, P.Eng., is managing director for TorCan FM Advisors where he specializes in maintenance optimization and facilities management in public-private partnership arrangements. A professional engineer with 24 years’ experience, Paul has extensive knowledge of preventive approaches to plant engineering and institutional maintenance.

SUMMER/ÉTÉ 2019 41

FULL STEAM AHEAD À toute vapeur By/Par Guy Bonneau

S

team is one of the most effective ways of transporting large quantities of heat energy around a facility, offering several advantages over other technologies like medium temperature hot water. Not only does it contain more energy per pound than medium temperature hot water, but it also does not require a pump and large infrastructure for transport. This makes it one of the best options for hospitals that require hot water, space heating and sterilization services.

However, as plant engineers and facility managers come under increasing pressure to deliver even greater efficiencies and cost savings, steam systems are justifiably being put under the spotlight.

Within an unoptimized steam system, just 55 per cent of fuel input results in useful heat output. Of the remaining energy, approximately seven per cent is lost to pipe leakages, blowdown or standing losses. A further 10 per cent is lost to inadequate pipework insulation and condensate or flash losses.

While some waste is unavoidable, up to 30 per cent of all fuel energy inputted into a system is lost to steam trap and boiler stack losses, the majority of which is preventable.

WASTE NOT, WANT NOT

Good practice steam trapping is vital for an efficient and safe 42 CANADIAN HEALTHCARE FACILITIES

L

a vapeur est l’un des moyens les plus efficaces de transporter de grandes quantités d’énergie thermique autour d’une installation, offrant plusieurs avantages par rapport à d’autres technologies comme l’eau chaude à moyenne température. Non seulement elle contient plus d’énergie par livre que l’eau chaude à moyenne température, mais elle ne nécessite pas de pompe ni de grande infrastructure pour le transport. Cela en fait l’une des meilleures options pour les hôpitaux qui ont besoin d’eau chaude, de chauffage des locaux et de services de stérilisation. Cependant, alors que les ingénieurs d’usine et les gestionnaires d’installations sont soumis à des pressions croissantes pour obtenir des gains d’efficacité et des économies de coûts encore plus importants, les systèmes à vapeur sont, à juste titre, mis sous les feux de la rampe.

Dans un réseau de vapeur non optimisé, seulement 55% de la consommation de combustible produit de la chaleur utile.

Environ sept pour cent de l’énergie restante est perdue en raison de fuites dans les conduites, de purges ou de pertes à l’arrêt. De plus, 10% sont perdus en raison d’une isolation inadéquate de la tuyauterie et de pertes subites. Bien que certains déchets soient inévitables, jusqu’à 30% de l’énergie du combustible entrant dans un système est perdue dans les

MAINTENANCE & OPERATIONS

system. The function of any steam trap is to discharge air and condensate as they form, while limiting the loss of live steam.

This prevents water hammer, which seriously damages pipework, and ensures temperatures are more consistent.

Traditional mechanical steam traps discharge condensate by opening and closing through various means, losing a little live steam with every cycle. As with any mechanical device, especially one in such an aggressive environment, moving parts are subject to failure and wear. If failed open, mechanical steam traps permanently waste valuable energy. In the case that they seize closed, there is a risk that condensate will backup, causing problems to the w ider system as wel l as hav ing hea lt h and safet y implications.

Most sites generally accept mechanical steam traps that have a typical failure rate of 10 to 15 per cent annually. This causes facilities to enter a cyclical process of replacing or repairing damaged mechanical steam traps. As a result, steam traps are all too often seen as a consumable item, rather than an opportunity for energy and maintenance savings. The current approach of failure-survey-replace results in waste across the board in fuel input, unnecessary downtime and increased maintenance costs and disposal of damaged traps.

purgeurs de vapeur et les cheminées des chaudières. Or la plupart de ces pertes peuvent être évitées.

PRÉVENIR LE GASPILLAGE

Les bonnes pratiques de purge sont essentielles à l’efficacité et à la sécurité du système. La fonction de tout purgeur de vapeur est d’évacuer l’air et le condensat lorsqu’ils se forment, tout en limitant la perte de vapeur vive. Cela permet d’éviter les coups de bélier, qui endommagent gravement les tuyauteries, et d’assurer des températures plus constantes.

Les purgeurs de vapeur mécaniques traditionnels évacuent le condensat en s’ouvrant et en se fermant par divers moyens, perdant un peu de vapeur vive à chaque cycle. Comme pour tout dispositif mécanique, en particulier dans un environnement aussi agressif, les pièces mobiles sont sujettes à la défaillance et à l’usure. En cas de défaillance d’un purgeur ouvert, les purgeurs de vapeur mécaniques gaspillent en permanence de l’énergie précieuse. Dans le cas où ils se ferment, il y a un risque que le condensat s’accumule, ce qui causerait des problèmes au système dans son ensemble et aurait des répercussions sur la santé et la sécurité.

La plupart des sites acceptent généralement les purgeurs de vapeur mécaniques qui ont un taux de défaillance typique de SUMMER/ÉTÉ 2019 43

MAINTENANCE & OPERATIONS 10 à 15% par an. Ainsi, les installations entrent dans un processus cyclique de remplacement ou de réparation des purgeurs endommagés. Par conséquent, les purgeurs de vapeur sont trop souvent considérés comme des consommables plutôt que comme une opportunité d’économies d’énergie et d’entretien. L’approche actuelle de défaillance-inspectionremplacement entraîne un gaspillage généralisé de combustible, des temps d’arrêt inutiles, des coûts d’entretien accrus et l’élimination des purgeurs endommagés.

L’INGÉNIERIE D’UNE SOLUTION PERMANENTE

Within an unoptimized steam system, just 55 per cent of fuel input results in useful heat output. t

Dans un réseau de vapeur non optimisé, seulement 55% de la consommation de combustible produit de la chaleur utile.

ENGINEERING A PERMANENT SOLUTION

In response, an ever-increasing number of Canadian hospitals are turning to the latest in steam trap technology to permanently solve the problem and disrupt the usual pattern of failure-survey-replace.

By using process information and specifying innovative products, performance can exceed that of mechanical traps with the added benefit of having no moving parts to break or fail.

These ‘venturi orifice traps,’ as they are known, use an orifice combined with a multi-staged throat design to manage condensate flow rate. The orifice is sized to ensure it is always protected by a seal of condensate. This allows the remaining condensate to be discharged continuously through the orifice as it is created. As hot condensate flows through the orifice, it moves from high-pressure conditions to the lower pressure throat. This sudden drop in pressure causes a known percentage of the condensate to re-evaporate as ‘flash steam.’

Restricting the re-expansion of this flash steam creates a localized variable back pressure within the throat. This is essential to accommodating the variability in loads and is achieved all without the need for moving parts. The combination of orifice and multi-staged throat makes venturi orifice steam traps superior to standard orifice traps, which cannot accommodate variable loads, making them unsuitable for most applications.

Moving away from traditional steam trapping methods and embracing innovative products is proving a popular solution in boardrooms and plant rooms alike. Not only does it improve energy efficiency in a sector committed to a healthier world in all areas, but the latest in steam technology also reduces carbon dioxide emissions. For organizations that continue to need to use steam, an efficient system can make all the difference to both a carbon footprint and energy bills.

44 CANADIAN HEALTHCARE FACILITIES

C’est pourquoi de plus en plus d’hôpitaux canadiens se tournent vers les plus récentes technologies de purgeurs de vapeur pour résoudre le problème de façon permanente et rompre avec le modèle habituel de remplacement des purgeurs en cas de défaillance.

Lorsque l’on utilise les informations de processus et en spécifiant des produits innovants, les performances peuvent dépasser celles des purgeurs mécaniques avec l’avantage supplémentaire de n’avoir aucune pièce mobile à casser ou à faire défaut.

Ces ‘purgeurs à orifice venturi,’ comme on les appelle, utilisent un orifice combiné à une conception à plusieurs étages pour gérer le débit de condensat. L’orif ice est dimensionné de manière à être toujours protégé par un joint de condensat. Ceci permet au condensat restant d’être évacué en continu à travers l’orifice au fur et à mesure qu’il est créé.

Au fur et à mesure que le condensat chaud s’écoule à travers l’orifice, il passe des conditions de haute pression à la gorge de basse pression. Cette chute soudaine de pression provoque la ré-évaporation d’un pourcentage connu du condensat sous forme de ‘vapeur de revaporisation.’

En limitant la réexpansion de cette vapeur de revaporisation, on crée une contre-pression variable localisée à l’intérieur de la gorge. Ceci est essentiel pour s’adapter à la variabilité des charges et est réalisé sans avoir besoin de pièces mobiles. La combinaison de l’orifice et de la gorge multiétagée rend les purgeurs de vapeur à orifice venturi supérieurs aux purgeurs à orifice standard, qui ne peuvent pas supporter des charges variables, ce qui les rend inadaptés à la plupart des applications.

S’éloigner des méthodes traditionnelles de purge de vapeur et adopter les produits innovants s’avère être une solution populaire dans les salles de conférence et les locaux techniques.

Non seulement il améliore l’efficacité énergétique dans un secteur qui s’engage pour un monde plus sain dans tous les domaines, mais la technologie de pointe de la vapeur réduit également les émissions de dioxyde de carbone. Pour les organisations qui continuent d’utiliser la vapeur, un système efficace peut faire toute la différence en termes d’empreinte carbone et de facture énergétique.

SOUTENIR L’ÉPARGNE

En plus d’améliorer l’efficacité, l’adoption d’un purgeur à orifice venturi présente d’autres avantages économiques.

Comme il y a moins d’éléments à gérer et à entretenir, cette technologie réduit également la charge de maintenance pour les opérateurs et les ingénieurs.

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SUMMER/ÉTÉ 2019 45

MAINTENANCE & OPERATIONS

MAINTAINING SAVINGS

As well as improving efficiency, adopting a venturi orifice trap has further cost-saving advantages. Since there are less elements to manage and service, this technology also reduces the maintenance burden on operators and engineers.

The level of maintenance required on a steam system can prove to be particularly time and budget-consuming.

Some hospitals even resort to decommissioning their steam systems as a way of reducing deferred or backlog maintenance. However, for many sites, especially those with a large footprint or spread over several f loors, this isn’t the answer. Instead, f inding low maintenance, energy-efficient solutions will have a much better return on investment. Market-leading venturi orifice steam traps are engineered to be easily serviceable and come with a 10-year performance guarantee. Integrated anti-blockage and multi-stage filtration features mean the technology can be serviced in-line and be back in operation within f ive minutes. This minimizes the time and resources required to monitor and maintain a system, reducing a location’s maintenance bill and freeing the team up to focus on other areas of the hospital’s operation.

Heating and hot water systems are some of the largest energy and maintenance demands in a hospital. As a result, having an efficient and reliable steam system is dependent on a number of factors. Nonetheless, steam traps remain integral to a steam system’s operation and having effective technologies in place goes hand in hand with providing quality care for patients and staff alike.

Guy Bonneau has been working in energy efficiency for more than 20 years. He joined Thermal Energy in 2016, as the company’s cogeneration business development manager and sales manager for heat recovery and steam efficiency. Thermal Energy is an established global provider of energy efficiency and emissions reduction solutions. The company’s patented Gem venturi orifice Biomedical_CHF_Winter_2017_FINAL.pdf 1 2017-10-23 4:45 PM steam trap and Flu-Ace heat recovery technologies help organizations recover up to 80 per cent of energy lost in typical boiler plant and steam system operations.

Le niveau d’entretien d’un système à vapeur peut s’avérer particulièrement coûteux en temps et en argent.

Certains hôpitaux ont même recours au déclassement de leurs systèmes à vapeur pour réduire l’entretien différé ou l’arriéré. Cependant, pour de nombreux sites, surtout ceux qui ont une grande superficie au sol ou qui s’étendent sur plusieurs étages, ce n’est pas la solution. Au lieu de cela, trouver des solutions à faible entretien et à haut rendement énergétique aura un bien meilleur retour sur investissement. Les purgeurs de vapeur à orifice venturi, leaders sur le marché, sont conçus pour être faciles à entretenir et bénéficient d’une garantie de performance de 10 ans. Grâce aux fonctions intégrées d’antiblocage et de filtration à plusieurs niveaux, la technologie peut être entretenue en ligne et remise en service en moins de cinq minutes. Cela minimise le temps et les ressources nécessaires à la surveillance et à l’entretien d’un système, ce qui réduit la facture d’entretien d’un emplacement et permet à l’équipe de se concentrer sur d’autres aspects de l’exploitation de l’hôpital.

Les systèmes de chauffage et d’eau chaude sont parmi les plus grands besoins en énergie et en entretien dans un hôpital. Par conséquent, l’efficacité et la fiabilité d’un système vapeur dépendent d’un certain nombre de facteurs. Néanmoins, les purgeurs de vapeur font toujours partie intégrante de l’exploitation d’un réseau de vapeur et la mise en place de technologies efficaces va de pair avec la prestation de soins de qualité aux patients et au personnel.

Guy Bonneau œuvre en efficacité énergétique depuis plus de 20 ans. Il a rejoint Thermal Energy en 2016, en tant que directeur du développement des activités de cogénération de la société et directeur des ventes pour la récupération de chaleur et l’efficacité de la vapeur. Thermal Energy est un fournisseur mondial de solutions d’efficacité énergétique et de réduction des émissions.

Le purgeur de vapeur à orifice venturi Gem breveté de la société et les technologies de récupération de chaleur Flu-Ace aident les entreprises à récupérer jusqu’à 80% de l’énergie perdue dans les opérations typiques des chaudières et des systèmes à vapeur.

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